OBJECTIVES:
- To examine the necessity of recruiting stewards.
- To examine the advantages and disadvantages of selecting versus electing stewards.
- To identify the duties, responsibilities and competencies of local stewards.
- To examine the benefits of establishing committees.
- To identify desirable local committees and to establish terms of reference for those committees.
We discussed earlier that in order for a local to operate effectively, it is vital to ensure that all Local Executive Officer positions are encumbered with competent persons who possess strong organizational and leadership skills. More importantly, it is imperative that these Officers work cohesively as a team and have clear and focused roles and responsibilities. As we discussed as well, we must also realize that no small handful of Officers will be able to attend to all matters requiring the attention of the Local. Hence, it becomes essential for the Local Executive to recruit and utilize stewards and committee members to assist in maintaining and administering the local.
The recruitment and engagement of stewards and committee members is also an integral part of organizing the membership and encourage activism within the membership. It also enhances a local’s continuity and effectiveness in terms of succession planning by engaging activists and providing the tools and training needed by them in terms of leadership, team building, decision making and other such skills.
In addition, engaging stewards and committees brings a degree of diversity and fresh ideas to the issues and decisions before the local and the processes and alternatives leading up to the local’s position concerning an issue or its decision concerning that issue. Involving stewards and committee members may also assist in gauging the support or lack of support by the membership for certain issues and establishes a strong link between the membership and the Local Executive. Once again, however, clear expectations and responsibilities must be established and communicated to these stewards and committee members. Limitations concerning decision making, spending, authorities and other such matters must be clearly defined and communicated as well.
Stewards play an extremely vital role in effectively administering a local. They are, in essence, usually the first point of contact between a member and the Local Executive and quite often act as the liaison between the Local Executive and the members. Frequently, as well, the steward is seen by the members as the face of the union local and the actions of the steward may directly impact the members’ perceptions of the union and their activism and support or lack thereof for the union local. Many Local By-Laws allow for the selection of stewards by the Local Executive while others call for the election of stewards by the membership. There are advantages and disadvantages to both processes.
There are a number of advantages and disadvantages of selecting stewards and of electing stewards. Some of these include, but are not limited to the following:
Selecting Stewards
Advantages:
- Ensures stewards are competent.
- Ensures stewards are accountable
- Ensures stewards positively reflect the Local.
- Ensures stewards are conducive to the team approach.
- Allows for succession planning.
- Allows for more timely recruitment and appointment.
Disadvantages:
- Less membership involvement in appointment process.
- Less democratic approach.
- May detract from diversity.
- May allow for favouritism and/or bias.
Electing Stewards
Advantages:
- More membership involvement in appointment process.
- More democratic approach.
- May allow for diversity.
- May create more membership accountability.
- May promote different styles and opinions.
Disadvantages
- May result in appointment of unqualified stewards
- May result in appointment of stewards based on popularity.
- Stewards may negatively affect the Local’s reputation.
- May result in appointment of stewards who have own agendas or who are not team players.
- May result in delays in recruiting and appointing stewards.
As a result, Locals should carefully consider the matter of how stewards are appointed and relatedly, the appointment process should be clearly enunciated in the Local By-Laws. Additionally, as there are no impeachment procedures allowable, save and except the process outlined by the PSAC Constitution and the UTE By-Laws for removing members from office, Locals should also turn their minds to the tenure of office for local stewards.
In Module II, we created a list of duties and responsibilities for Local Executive Officers. Some of the duties that you may wish to assign to local stewards may include, but not be limited to the following:
- Provides representation at the local level on grievances as necessary.
- Provides advice and assistance to members as necessary.
- Participates as a member of the Local Grievance Committee and/or other Committees as assigned.
- Acts as a liaison between members and the Local Executive.
- Disseminates information to members as required.
- Maintains grievance files when representing members.
- Participates in local bargaining committees and identifies issues to be dealt with as bargaining demands.
In many studies of unions throughout North America, and more specifically in a major study of Canadian unions conducted by Dr. Reginald Bibby, a renowned social trends analyst, it was determined that “members” participation in union activities was found to vary with the stewards’ interpersonal skills and with their accessibility to members.” As a result, it is essential that we ensure that we have the right person for the job. It is for this primary reason that the Union of Taxation Employees favours the selection of stewards rather than election to the position. We should, however, approach these selections much the same way as we expect the employer to conduct a selection process. Prior to the selection, we need to turn our mind to how many stewards are needed and for which areas they will be responsible. Next, we need to consider the available and interested candidates in terms of the statement of duties that we have just compiled. Then the next step is to determine if those available and interested members are competent and qualified to do the job. But before we can do that, we need to determine what are the competencies and qualifications, both essential and desirable, in order to effectively perform the duties of a steward.
Some of the essential and desirable competencies and qualifications that we may expect in a steward include, but are not limited to the following:
- Available.
- Accessible.
- Ability to analyse and evaluate.
- Strong communication skills.
- Strong conflict management skills.
- Ability to research and present arguments.
- Ability to interpret legislation and collective agreement.
- Strong organizational skills.
- Knowledge of legislation, policies and collective agreement.
- Works independently and/or with a team.
- Willingness to undertake training.
Only when we are reasonably certain that we have someone who is interested and available, has the ability to perform the duties of the position and possesses the competencies and qualifications to do the job should we appoint them as stewards.
Equally important in mobilizing an effective local is the recruitment of members to committees. While many members do not want to volunteer for elected office, many may indeed be willing to participate on committees, especially if the work of the committee is for a finite period and the mandate of the committee is of interest and purpose to them.
The Union of Taxation Employees, pursuant to Regulation No. 3, has established 13 standing committees as follows:
- Bargaining
- By-laws
- Staffing
- Technological Change
- Health and Safety
- Equal Opportunities
- Employees Assistance Program
- Finance
- Honours and Awards
- Workforce Adjustment
- Communications
- Political Action
- Call Centres
Locals, however, are not required by By-Law to establish committees, but I am sure that we will all agree that some committees are necessary to the operation of an effective local.
There are a number of standing and ad hoc committees that should be established in your local. Additionally, there are some Committees that are required by legislation. These may include, but not be limited to:
- Occupational Safety and Health
- Bargaining
- By-laws
- Staffing
- Technological Change
- Employees Assistance Program
- Equal Opportunities
- Communications
- Workforce Adjustment
- Finance
- Grievance
- Education
- Others?
There is as much potential for committees as there are issues facing our membership and the local. We have to be careful, however, not to establish committees that have no meaningful purpose or to create so many committees that we will be unable to recruit enough interested members to sit on these committees.
No matter what committees your local chooses to establish, there should be precise terms of reference for each of them so that the expectations of these committees and the committee members are clear. In addition, these terms of reference should outline the roles and responsibilities of committees, as well as their authorities and obligations. A sample of a number of terms of reference has been provided to you during this LOAT course. Other samples may be found in the PSAC Local Officer Kit.